1. Career Development & Staff Appraisal Scheme Information Session

2. Introduction to Appraisal Appraisal for Appraisees Appraisal for Appraisers OUTLINE OF SESSION http://www.abdn.ac.uk/staffnet/working- here/appraisal-1602.php

3. Review outcomes and progress from previous year Set outcomes for the coming year Discuss career aspirations Identify training and development needs Provide constructive feedback on performance Aligns and links with IiP Enhance morale and motivation What is Appraisal?

4. A disciplinary interview in disguise An opportunity to raise grievances A discussion about salary A process that links with promotion or awards A one-way process where the appraiser does all the talking What Appraisal is not:

5. ALL STAFF (including part-time & fixed-term) EXCEPT: Lecturers on probation Clinical staff Staff coming to the end of contracts Staff within one year of retirement Staff going on maternity or parental leave Who is appraised?

6. Appraiser sets the date/venue for the appraisal discussion Appraiser sets the date/venue for the appraisal discussion Appraisee completes pages 1-3 of the appraisal form and sends to appraiser 7 days before the discussion Appraisee completes pages 1-3 of the appraisal form and sends to appraiser 7 days before the discussion Appraisal discussion conducted with appraiser & appraisee on a CONFIDENTIAL basis Appraisal discussion conducted with appraiser & appraisee on a CONFIDENTIAL basis Appraiser & appraisee agree outcomes for future Appraiser & appraisee agree outcomes for future Appraiser completes page 4 of the appraisal form & returns to appraisee within 7 days of the discussion Appraiser completes page 4 of the appraisal form & returns to appraisee within 7 days of the discussion Appraiser provides constructive feedback on past performance Appraiser provides constructive feedback on past performance Appraiser & appraisee agree training and development needs Appraiser & appraisee agree training and development needs Appraiser & appraisee sign page 4 & retain one copy each, appraiser sends one copy to HR Appraiser & appraisee sign page 4 & retain one copy each, appraiser sends one copy to HR The Appraisal Process Appraiser AppraiseeAppraiser & Appraisee

7. The Appraisal Form – Support/Technical Pages 1-3 completed by the appraisee & submitted to appraiser 7 days ahead of the discussion Page 4 completed by the appraiser within 7 days of the discussion http://www.abdn.ac.uk/staffnet/working-here/appraisal-1602.php

8. Page 1 GORDON ROBERTSON Training & Development Advisor Human Resources JOY WOOTTEN 5 th November 2005 Your name (in caps) Your position Your School/Section Appraisers name (in caps) Date of appraisal

9. Page 2 During the past 12 months I have delivered appraisal training, coordinated the Universitys approach to IiP and carried out a Training Needs analysis (TNA) for support staff. Outcomes relating to delivery of management training for support staff not achieved due to delays with the TNA. 1.Co-ordination of Investors in People 2.Delivery of training & advice to support staff 3.Conduct Training Needs Analyses Training Needs Analysis Delivery of Training Investors in People – the standard has changed and I have not been able to attend training updates. Furthermore, there is a lack of buy-in to IiP at senior level Delivery of training – nobody turns up to my presentations and generally classes are half full plus I havent mastered powerpoint yet. It has sometimes been difficult to book time with support staff to discuss TNAs. The IT network suffered a crash and I lost several weeks worth of research data. The recent outbreak of flu in the admin team resulted in a reduced service. Work done during past 12 months Key duties Things you do best Things you do less well Difficulties What dont you enjoy? Obstacles & barriers

10. Page 3 I am a trained counsellor I have a post graduate degree specialising in IT & database management I have worked on the framework agreement with another University. IT – Meeting Maker & Eudora email client Generic skills for research Appraisal training Investors in People – Update on the new standard IT – Training on the new operating system I will be managing people soon so I would benefit from People Management training. I may also need coaching and mentoring skills. I would like to discuss the University's strategic plan and what it means for me and the team I work with. I am the Health and Safety rep for the team and I am a union official. Skills not utilised Training done Training needs Supervisory skills? Additional questions Your other duties

11. Page 4 5. Achieve IiP recognition for the University – by September 2006 1. Complete the Training Needs Analysis for Estates – by February 2006 4 Deliver 50 appraisal courses – by August 2006 2. Develop first draft of supervisory training programme – by June 2006 3. Produce a report on HR Modernisation – by July 2006 Investors in People – Update on the new standard – Urgent (within 3 Months) IT – Training on the new operating system Medium (within 6 –12 months) Managing People - Long term (12-18 months) Human Resources Gordon Robertson GORDON ROBERTSON 5 th November 2005 Joy Wootten JOY WOOTTEN 5 th November 2005 Good progress against achievement of outcomes. Appraisal training was a particular achievement. Gordon has worked hard to achieve his objectives and has built up a good rapport with customers. Well done. Will be returned to you for comment/signature within 7 days of the discussion Comments Training needs Sign off Agreed outcomes YOU HAVE THE OPPORTUNITY TO ADD YOUR COMMENTS HERE

12. Academic and academic-related Pages 1-3 completed by the appraisee & submitted to appraiser 7 days ahead of the discussion Page 4 completed by the appraiser within 7 days of the discussion The appraisal form

13. Page One Your name Your position Your appraiser Date of appraisal

14. Page Two Review of performance during session: Work undertaken Key performance areas

15. Page Three Key performance areas: Academic: teaching, administration, CPD and management skills Academic-related: administration and management skills Other relevant issues

16. Page Four Agreed objectives and staff development activities for coming year Summary/other comments Signatures

17. Setting Outcomes Outcomes provide a statement of what is required & provide a sense of direction & purpose Outcomes should be: S M A R T Specific Measurable Achievable Results orientated Time Measured

18. Setting Outcomes Produce two quality research papers to be published in peer-reviewed journals – by September 2008 Review and rewrite School Health & Safety procedures by March 2008. Present report to Management Board for approval by May 2008 JOB or TASK RELATED OUTCOMES DEVELOPMENTAL OUTCOMES Source, cost and undertake project management training - by September 2008

19. Setting Outcomes Focus on a maximum of 6 areas Be negotiated and agreed Be achievable but stretching Be subject to modification (if necessary) Effective outcomes should :

20. Training and development Formal courses, other CPD Conferences and seminars Induction On-the-job training and shadowing Coaching and mentoring University training providers: Centre for Learning & Teaching: www.abdn.ac.uk/cltwww.abdn.ac.uk/clt DIT Training & Development: www.abdn.ac.uk/tadwww.abdn.ac.uk/tad HR Staff Training & www.abdn.ac.uk/hr/training/www.abdn.ac.uk/hr/training/ Development Unit: Job exchange Attending meetings E-Learning Reading books and articles

21. Mentoring within the University Excellent and free developmental opportunity to be mentored/become mentors Contacts: –For academic staff in CLSM: Prof Miep Helfrich, supported by Mel McCann –For academic staff in CASS: Dr John Morrison, supported by Jo George –For academic staff in COPS: Prof Howard Chandler –For ALL academic-related and support staff in all 3 Colleges and University Office: Susan MacLennan, HR.

22. FOR APPRAISEES

23. Agree the arrangements for the interview with your appraiser Review your job description, last years appraisal and any other relevant documentation Review the work you have done over the past year Look ahead to the coming years work Think about your career development Think about feedback youd like to give – be constructive Complete pages 1 – 3 of the form and return 7 days ahead of the meeting In preparation, you should:

24. One to one basis and CONFIDENTIAL Discuss and agree achievement of outcomes Discuss, agree and prioritise outcomes for the future Discuss, agree and prioritise your current and future training and development needs Discuss career aspirations and provide upward feedback It is not a one way discussion – you should contribute The Appraisal Discussion (1)

25. Your appraiser will summarise agreed action points and development plans Make sure you are clear about:- The Appraisal Discussion (2) How you have performed in the past year What you need to do next year What learning & development you require The completed form will be returned to you within seven days of the discussion

26. Getting the most out of your appraisal Prepare thoroughly Adopt a positive approach Contribute to the discussion Take the lead when appropriate Dont agree outcomes which you feel are not achievable (negotiate) Make sure all your points are covered Aim for mutual agreement

27. Amanda Woods Training & Development Human Resources University of Aberdeen University Office Kings College Aberdeen AB24 3FX Tel: +44 (0) 1224 273159 Fax: +44 (0) 1224 272005 Email: a.woods@abdn.ac.uk Any Questions? www.abdn.ac.uk/hr/iip/resources.shtml

28. FOR APPRAISERS

29. 1.Make the arrangements for the interview 2.Review the documentation 3.Talk to other managers, if applicable 4.Decide what needs to be discussed and identify examples 5.Give a note of any additional areas for discussion 6.Consider the appraisees likely reactions and how you will respond Preparation for the Appraisal Discussion

30. Discussions are conducted on a one to one basis The content of the discussion is CONFIDENTIAL Explain the purpose of appraisal Start with a general statement about the appraisees performance - be positive Conducting an Appraisal Discussion Starting the discussion

31. Encourage the appraisee to put forward their views first Discuss aspects of good performance before addressing any problem areas Give sincere, specific praise for good performance Discuss how far agreed outcomes have been met and, if not, the reasons why - explore problems or constraints with an open mind Gain agreement on areas where improvement is required Allow the appraisee to give feedback to you Reviewing Performance

32. Discuss and agree outcomes Give the appraisee the opportunity to discuss their career aspirations and provide feedback Discuss, agree and prioritise development and training needs The Future

33. Summarise what has been discussed Summarise agreed action points and development plans Make sure the appraisee is clear about:- –how they have performed in the past year –what their outcomes are for the next year –what training & development they need for the future Aim for mutual agreement Closing the Discussion

34. Use open questions starting who, what, which, where, when and how - tell me more about Plan questions in a logical sequence Start with easy, general questions, follow up with specific more challenging questions later in the discussion Avoid leading questions Be prepared to probe Be aware of the pause technique Questioning

35. Appraisal requires active listening Understanding the feeling and meaning behind words from the other persons point of view Keep an open mind, concentrate, avoid negative reactions, dont interrupt Non-verbal behaviour Listening

36. Concentrate on the appraisees actions and behaviour, not their personality - keep to facts Explain the effects of the action or behaviour on other individuals Help the person to take full responsibility for their actions Concentrate on the future – not the past Feedback

37. Amanda Woods Training & Development Human Resources University of Aberdeen University Office Kings College Aberdeen AB24 3FX Tel: +44 (0) 1224 273159 Fax: +44 (0) 1224 272005 Email: a.woods@abdn.ac.uk Any Questions? www.abdn.ac.uk/hr/iip/resources.shtml